Using a Visionary Strategy for Public Health: Collaborating with Community Partners to Improve Community Health
Abstract
Background: The department of public health (DPH) is a stop gap in the system for individuals who cannot pay for health services. DPH offers many programs, but mandated protocols do not allow for management of all conditions and severities. Referrals are required when clients cannot be managed within DPH protocols. Clients seeking care at health departments (HD) typically do not have extra funding creating multifactorial barriers. Thus, the purpose of this project was to establish a Health Foundation and advisory board to offer needed bridge financial assistance.
Methods: A visionary strategy assisted with development of an independent, rural County Foundation and Advisory Board. Visionary strategy capitalized on the gaps in public healthcare and presented community leaders with known problems and creative solutions to complement the local, rural healthcare. Formal and informal meetings were conducted by DPH rural and district leadership to spearhead the development of an independent, community-based Foundation and Advisory Board.
Results: The Burke County Health Foundation, Inc. (BCHF) was established with the Community Advocate Leadership Board (CALB). Approximately 41 businesses and private donors agreed to partner with BCHF. Community health partnerships were established with 15 outside providers and services. The CALB formed using a grassroots approach with advocates meeting from early conception of the BCHF and continuing. Fundraising efforts included private funding, a major fundraising activity, and small outreach events. Financial projections suggest 50-75 clients a year will receive financial assistance to seek referrals and other services not offered by DPH.
Conclusion: Using a visionary strategy to build an independent, rural County Health Foundation and Leadership Board was successful. The option for essential financial resources helps bridge the gap in care ensuring clients can remain in DPH healthcare programs and receive financial support for healthcare needs outside the scope of DPH programs.
Keywords: community partnerships, capital funding, rural health, philanthropy, leadership
Keywords
community partnerships, capital funding, rural health, philanthropy, leadership
Using a Visionary Strategy for Public Health: Collaborating with Community Partners to Improve Community Health
Background: The department of public health (DPH) is a stop gap in the system for individuals who cannot pay for health services. DPH offers many programs, but mandated protocols do not allow for management of all conditions and severities. Referrals are required when clients cannot be managed within DPH protocols. Clients seeking care at health departments (HD) typically do not have extra funding creating multifactorial barriers. Thus, the purpose of this project was to establish a Health Foundation and advisory board to offer needed bridge financial assistance.
Methods: A visionary strategy assisted with development of an independent, rural County Foundation and Advisory Board. Visionary strategy capitalized on the gaps in public healthcare and presented community leaders with known problems and creative solutions to complement the local, rural healthcare. Formal and informal meetings were conducted by DPH rural and district leadership to spearhead the development of an independent, community-based Foundation and Advisory Board.
Results: The Burke County Health Foundation, Inc. (BCHF) was established with the Community Advocate Leadership Board (CALB). Approximately 41 businesses and private donors agreed to partner with BCHF. Community health partnerships were established with 15 outside providers and services. The CALB formed using a grassroots approach with advocates meeting from early conception of the BCHF and continuing. Fundraising efforts included private funding, a major fundraising activity, and small outreach events. Financial projections suggest 50-75 clients a year will receive financial assistance to seek referrals and other services not offered by DPH.
Conclusion: Using a visionary strategy to build an independent, rural County Health Foundation and Leadership Board was successful. The option for essential financial resources helps bridge the gap in care ensuring clients can remain in DPH healthcare programs and receive financial support for healthcare needs outside the scope of DPH programs.
Keywords: community partnerships, capital funding, rural health, philanthropy, leadership
